International Journal of Research Studies in Management
CollabWritive Special Issue
2025 Volume 13 Issue 3
Available Online: 25 April 2025
Author/s:
Baclig, Elizabeth A.*
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Ylagan, Alex D.
Lyceum of the Philippines University – Batangas, Philippines (alexylagan04@gmail.com)
Abstract:
Corporate Social Responsibility (CSR) and leadership styles are key in shaping employee engagement in the hospitality industry. This study explores how CSR practices and leadership styles affect job engagement in 3-star DOT-accredited hotels in Region I, aiming to enhance sustainability, employee motivation, and organizational performance. Understanding these factors is key to promoting sustainable business practices, boosting employee motivation, and improving overall organizational performance. Using a quantitative descriptive-correlational research design, a structured survey gathered data on five CSR dimensions—financial/economic, legal, ethical, social/philanthropic, and environmental—and leadership styles (transformational, transactional, laissez-faire). It also assessed employees’ job engagement, focusing on vigor, dedication, and absorption. Findings revealed that most respondents were Generation Z, with a nearly equal distribution of genders, single, college-educated, and with limited hotel industry experience. Hotels demonstrated a strong commitment to environmental CSR, prioritizing sustainability through local sourcing, regulatory compliance, and service transparency, though social and community initiatives require improvement. Hotel managers predominantly adopted transformational and transactional leadership styles, fostering innovation and recognition, while laissez-faire leadership was minimal. Employees exhibited high engagement, particularly in vigor, indicating enthusiasm and energy for their roles, while dedication and absorption highlighted commitment and focus. Environmental CSR, transformational, and transactional leadership emerged as significant predictors of job engagement, whereas financial, legal, ethical, and social CSR, along with laissez-faire leadership, showed no notable effect. This study highlights the importance of strengthening CSR initiatives and effective leadership strategies to sustain high employee engagement. The proposed framework provides practical insights for hotel managers and stakeholders, promoting sustainable practices and long-term success. Future research could explore other hotel classifications and regions to refine CSR and leadership best practices in hospitality.
Keywords: Corporate Social Responsibility Practices (CSR), leadership styles, employees’ job engagement, hotels, Region I
DOI: https://doi.org/10.5861/ijrsm.2025.25046
Cite this article:
Baclig, E. A., & Ylagan, A. D. (2025). Corporate social responsibility practices, leadership styles, and employees’ job engagement among hotels in Region I: Basis of a framework for an enhanced job engagement. International Journal of Research Studies in Management, 13(3), 115-140. https://doi.org/10.5861/ijrsm.2025.25046
* Corresponding Author